...Supply Chain Management Fruit juice- Dabur Nepal Pvt Ltd. Dabur Nepal has been producing fruit juice in Nepal for many years. The major fruit juices produced by Dabur Nepal are:- • Real • Activ The major raw material required to produce these juices are:- • Fruit pulp (orange, apple, mango etc) • Concentrated • Sugar • Water • Natural flavors The majority of the mango pulp comes from the India, while other fruit pulps like: - apple, orange, cranberries are imported mainly from Europe. Sugar and water are obtained from the domestic suppliers of the country. Beside juice productions, for other major products of the Dabur the major supplying companies are: - Orano, Doehler, LDC. In Dabur, the spices are imported from Indonesia, Glucose from china, and palm oil from Malaysia. In Dabur, the sales and marketing department forecasts the demand for fruit juices for coming 6 months. They use the system developed by SAP inorder to forecast demand and manage their inventory. RPP (Revolving Product Planning) is used to determine the market requirement once a month. Through this system they are able to determine what and when the raw materials are required. The SKU (Stock Keeping Unit) has the FG code for every item. Then the system determines the purchase requirement. After that the purchase order is placed by the company to their suppliers. After the raw materials are received from the suppliers, quality testing of the material is done. For the quality test, 5 days...
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...Submitted by Younus Ahmad (MBA-207) Submitted by Younus Ahmad (MBA-207) SCM of kashmiri handicrafts Submitted to prof. Iqbal Hakim SCM of kashmiri handicrafts Submitted to prof. Iqbal Hakim Handicrafts refer to items made by hand with the use of simple tools, generally artistic and/or traditional in nature, used for decorative purposes, including gifts and souvenirs as well as for utility purposes. India’s main handicraft items are Woollen Hand Knotted Carpets produced in different states across India. ------------------------------------------------- ------------------------------------------------- Kashmiri handicrafts, the traditional sector of J&K, are known throughout the world for their artistic work and grandeur. The vast cultural and ethnic diversity of Kashmir has enabled a variety of techniques and crafts to flourish on this land. The various handicrafts are in tune with its age-old splendid civilization, which has been perfected over centuries. Be it Kashmiri carpets, shawls, paper machie or any other craft, it is only the Kashmiri artisan who can show his mastery to crave out those master pieces of Kashmiri art & craft. The tradition of weaving by hand constitutes one of the richest and most vibrant aspects of the Kashmiri handicrafts. So, technically speaking it has been the Kashmiri artisan who has helped the handicraft industry to set itself...
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...Birds Eye Case Report Sanjiv Bhattarai James LeBoeuf Kishor Singh Maharjan Sandip Maharjan John Meacham MGMT 4813 Professor Lalit Manral April 21, 2010 Introduction Birds Eye is an international food processing industry. They specialize in a wide variety of fast-frozen foods such as vegetables, seafood, and meat. They were founded in 1973 by General Foods. The name Birds Eye was coined from its fast-freezing patent inventor, Clarence Birds Eye. Birds Eye is the industry pioneer of frozen food. Birds Eye dominated the frozen food market in the 1950's and 1960's. They accounted for over 60% of frozen food sales in the UK. They served exclusively to over 40,000 retail outlets and among other outlets served; they accounted for over 75% of their frozen food sales. Problem Summary Birds Eye was losing its market share and profitability during the 1970's and 1980's due to increased competition in the frozen foods market. In 1978 their market share of 60% declined to 29%. Private label competitors had gained over 21% of the frozen food market. The increase of stiff competition drove prices down and lowered profitability for Birds Eye. A huge factor in loss of profitability and market stronghold was their internal strategy. The company’s vertical integration strategy worked for in the beginning to initially strengthen their brand, but lost its performance during the 1970's and 1980's. Due to the rising costs of producing frozen foods in the 1970's, and increasing...
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...Issue/Problem Identification McDonald’s is trying to expand its franchise to India and compete with the local food dealers “Dabbawallahs”. The issue that exists, is that many of the products from a regular McDonald’s menu (Europe/North America) cannot be eaten by Indians, because sacred animal products can be considered offensive to their beliefs and religion. As well, most Indians prefer homemade meals, and express delivery from the Dabbawallahs. Dabbawallahs have fed Indian workforce for a long time, for just a small amount of money. Mcdonald's is competing with the Dabbawallahs pinpoint accuracy and delivery. Analysis Mcdonald’s has 80 restaurants in Mumbai. Assuming Mcdonald’s spread out their restaurants similarly to how they do in North America (based on population density), they are closer to the workplaces than some of the residencies in North Mumbai. Despite this, workers would rather eat home cooked meals, because they are under the impression cafeteria food is not healthy. Mcdonald’s has catered their menu to meet the needs of different religions, but more could be done to match the food Indian people regularly eat. The care needed to offer religion-friendly meals has already been taken by Mcdonald’s, by separating its food preparation inside restaurants, and distribution centres. The upstream food sourcing is all localized, to keep logistics cost low, and ensure food avoids cross contamination. Currently, Dabbawallahs offer accurate, and convenient delivery...
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...Steel, Global Wires, Dattapara Road, Borivali (E), Mumbai 400066, India Abstract: The steel hardware retail supply chains in India are in ordinary state. Longer lead time, large inventories, non availability of stocks; poor retail network, poor infrastructure, and poor customer service are some of the issues faced by this industry. The different work entities in this industry are operating in silos. It requires integration to beat bloodthirsty pressures to remain competitive. In spite of advances in Telecom/ Information Technology, there is hardly any change in the operations of hardware shop supply chain owners due to various reasons. The advances in operations management, communications and information technology, as well as a rapidly growing array of logistics options, leaves good opportunity for hardware suppliers to reduce operating costs and improve overall efficiency. This paper highlights the practical issues faced by retail hardware suppliers / channel partners and proposes solutions to address the issues. It also highlights some of the best practices of the organised retail which could be useful to retail hardware channel members. The right Supply Chain solution can create a strategic competitive advantage by streamlining the distribution network, leveraging industry best practices tailored to the steel hardware business. Keywords: Retail supply chain, steel hardware channel, retail challenges, retailers, distributors, retailers. Introduction The steel...
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...A STRATEGIC ANALYSIS OF A FACILITY SUPPLY DISTRIBUTOR IN BRITISH COLUMBIA by Derek Brooks B.A., Simon Fraser University, 1993 PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION In the Executive Masters of Business Program of the Faculty of Business Administration ©Derek Brooks, 2014 SIMON FRASER UNIVERSITY Spring 2014 All rights reserved. However in accordance with the Copyright Act of Canada, this work, may be reproduced, without authorization, under the conditions for Fair Dealing. Therefore, limited reproduction of this work for the purposes of private study, research, criticism, review and news reporting is likely to be in accordance with the law, Particularly if cited appropriately. APPROVAL Name: Degree: Title of Project: Derek Brooks Master of Business Administration A Strategic Analysis of a Facility Supply Distributor in British Columbia Supervisory Committee: _____________________________________ Dr. Aidan Vining Senior Supervisor CNABS Professor of Business and Government Relations & Area Coordinator, Strategy. _______________________________________ Dr. Andrew von Nordenflycht Second Reader Associate Professor Date Approved: _______________________________________ i ABSTRACT This paper presents a business level strategic analysis of RST Corporation’s facility supply division, in British Columbia Canada. The facility supply industry is in decline. Firms find it increasingly...
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...Supply Chain Mgmt – Peter J. Metz A process-oriented, integrated approach to procuring, producing, and delivering end-products and services to customers. It includes sub-suppliers, suppliers, internal operations, trade customers, retail customers, and end-users. It covers the management of materials, information, and funds flows. JIT uses the kanban system to manage the pull production system and help coordinate the production and movement of parts and components between processes to avoid excesses or shortages. JIT requires confidence that the supplier chain will meet commitments It is important to understand that kanban works within the framework of JIT to manage flow. This means that a company cannot achieve JIT without some form of kanban. Conversely, if a company is not pursuing JIT or a lean environment, kanban is not likely to succeed. We will look at a few points regarding the lean environment in the next section. Inventory mgmt. • Order point (OP). An established inventory level that when reached, signals the need to issue a replenishment order • Safety Stock (SS) A quantity of inventory planned to be on hand to protect against fluctuations in demand • Lead Time (LT) The time required to replenish inventory. This is normally measured as the number of days from when the order point is broken, to receipt and put-away of the corresponding replenishment order. May include order processing time, supplier lead time, and receipt and put away time. Traditional approach...
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...Japan), setting up targets/benchmarking with those competitors can be in place Demand Mgmt: The challenge here is that the period is fairly long (typically one month) relative to how fast market conditions (e.g., gas prices, the stock market) can change. Solution: Four major elements of demand: – prediction – communication – influence – prioritization and allocation * checking inventories twice a month. * prioritize orders for cars that are already sold to customers over cars that will just sit on a dealer’s lot * a highly structured operations planning system (with advanced planning and scheduling and ERP) that is more akin to a push approach Product Development: Vehicle development is expensive, time-consuming, and risky. Costs to design, engineer, and tool a major new model can reach into the billions of dollars Solution: looking for ways to reduce development time and cost to improve profitability and to better react to market changes,Performance measures and efficiency analysis for product variety Risk management in automotive supply chains: The automotive supply chain is difficult to change. It can take six to 12 months to replace a supplier of highly customized parts. Safety regulations require testing of new modules, auto makers are increasingly dependent on suppliers. Solution: links even with lower-tier suppliers to ensure appropriate control throughout the supply chain,Vertical...
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...MGMT 5007 Case Study : Jetstream Aerospace ST. LAWRENCE COLLEGE ALPHA CAMPUS June 26th , 2015 Authored by: Brijraj Singh4235113 Muthupandian Thevar- 4235280 Nandhu Venugopal4237344 Page |1 Table of Contents Executive Summary....................................................................................................................................... 2 Issues Identification ...................................................................................................................................... 3 Environmental and Root cause analysis ....................................................................................................... 4 Alternatives and options ............................................................................................................................... 6 Recommendation.......................................................................................................................................... 8 Implementation ............................................................................................................................................ 9 Monitor and Control ................................................................................................................................... 10 Page |2 Executive Summary Following is the report focusing on the current issues faced by Jetstream Aerospace, which is drastically affecting the performance of the company. Jetstream’s global workforce helped...
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...Alex Garza Schreiner University MKTG 4323, Purchasing & Supply MGMT Dr. Mark D. Woodhull October 6, 2015 1. Cp= +/-.06= .12 / .1777 (6x .0229629) = .675 Cpk= 1-k * Cp = .66898 2. It is important to prove that a process is proven capable before developing statistical control limits because it would be a waste of money if they went through the whole process just to find out it wasn’t capable. It would also be a waste of time and there is no business that wants to waste both their time and money. 3. Integrated devices is being reactive because it was only after a call concerning a recurring manufacturing problem at Plant No.3 that Bill took action. They didn’t act proactively by conducting surveys or having a dedicated process engineer. They also weren’t checking up on the supplier and taking occasional samples so that they could make sure the supplier was continuing to deliver the promised quality, thus holding them accountable. If they had been proactive, this whole situation might have been prevented. 4. The purchasing staff should enter all negotiations with their supplier with clearly defined objectives and goals. They must aim to be successful in their negotiations with suppliers to obtain the best price, and to verify that quality specifications for every item purchases are met. By negotiating quality requirements directly into supplier contracts, the buyer will be able to hold the supplier accountable to the determined...
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...Introduction to Supply Chain Management Technologies Second Edition Introduction to Supply Chain Management Technologies Second Edition David Frederick Ross CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2011 by Taylor and Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed in the United States of America on acid-free paper 10 9 8 7 6 5 4 3 2 1 International Standard Book Number-13: 978-1-4398-3753-5 (Ebook-PDF) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval...
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...Running head: Zara Case Paper Analysis 1 Zara: IT for Fast Fashion Case Analysis Sonal Bhagwat University of Houston-Victoria MGMT 6352-2011FA-25125 November 2011 Zara Case Paper Analysis Table of Contents: • • • • o • • • 2 Abstract Case Description Goals and Strategy Speed and Decision-making Marketing, Merchandising, and Advertising Information Technology Problem Analysis Firm-based-value chain model Model Application Implementation Opportunity Analysis Evaluation of IS Implementation Tangible Costs Analysis Tangible Benefits Intangible Costs Analysis Intangible Benefits Conclusion for Evaluation of IT Implementation Conclusion and Recommendations References 3 4 5 5 6 6 7 7 7 9 12 12 13 14 15 16 16 19 Zara Case Paper Analysis Abstract This case paper presents the business analysis of Zara, the leading and the profitable brand of Inditex. The case paper’s objective is to discuss whether to update the current DOS/IT infrastructure and evaluate the effects of the upgrade. By using the Michael Porter’s value chain analysis, we can understand Zara’s core business model of vertical integration and assess the areas where IS will add value to the system. The case paper also presents the IS implementation opportunities and evaluating the effectiveness of the implementation. The case paper concludes by providing recommendations for updating the current OS along with its advantages. 3 Zara Case Paper Analysis Case Description Zara is one of the largest...
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...Manufacturer to Global Supply Chain Integrator Most people think we're a manufacturing company. We're good at manufacturing, but we're really a service com In mid-2001, Solectron Corporation was con fronting issues that it had never before faced in its twenty-four year history. The company was the world's premier supply chain integrator, with pany. 1Bill Roberts, "CEO of the Year Koichi Nishimura, Contract rate with automo- tishi, and own sup e-market non pro- 3S, thee us supply :omaker's respond ;hallenge ;tandards lustry will 3.Y to their • Covisint ation and example s.ln 1999, 1ce to pro lSferred to that is, the ast. Unlike more than He market hangs and th benefits ms should rm has the decisions mce, tech- categories ·ocurement rate with automo- tishi, and own sup e-market non pro- 3S, thee us supply :omaker's respond ;hallenge ;tandards lustry will 3.Y to their • Covisint ation and example s.ln 1999, 1ce to pro lSferred to that is, the ast. Unlike more than He market hangs and th benefits ms should rm has the decisions mce, tech- categories ·ocurement CHAPTER 9: PROCUREMENT AND OUTSOURCING STRATEGIES 305 CHAPTER 9: PROCUREMENT AND OUTSOURCING STRATEGIES 305 -Koichi Nishimura, Solectron CE01 Manufacturing Visionary," Electronic Business, December 1999. 306 DESIGNING AND MANAGING THE SUPPLY CHAIN 306 DESIGNING AND MANAGING THE SUPPLY CHAIN $18.7 billion in annual...
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...Crafting And Executive Strategy Assignment 1 Case Study # 6 Dell Inc. In 2008 : Can it overtake Hewlett – Packard as the worldwide leaders in personal computers ? Submitted to : Prof. James Farmer Submitted By : Roshni Patel Student Number : 300686000 Question 1: Dell inc. Began with a ‘winning strategy’. At this time (2012), this strategy is not used to the extent that it was once was and the company is now not the company that it was once. Did Dell’s strategy fails, did the company fail to effectively execute the strategy or did the environment changes around Dell? Evaluate the possibilities. Answer: Dell is a global company that delivers products and services in more than 190 countries and company had given employment to over 4000 employees. The company deals in enterprise computing products, monitors, printers, software and peripherals with a focus on fully integrated improved environmental performance into business. The company had gone through many ups and downs from its inception in 1984 and has to face many challenges and competitors to stay ahead in the market. Dell founded the company with simple vision and business concept that the personal computers could be built and sold directly to consumers which would eliminate the additional cost of intermediaries between the company and consumer and thus reducing the overall cost of the PCs making it cheaper than other PCs in the market. The other advantage was that it reduces the costs and risk associated with...
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...Distribution Strategy (Group D _ Session 7 _ Assignment) San Fabian (SF) - MacDowell Philippines (MP) - Paulo Remita Incorporated (PR) Problem Statement After 19 years of an established “exclusive-distribution” agreement with San Fabian; MacDowell Philippines decided to terminate the deal. MacDowell Philippines decided to take over the Wholesale role of San Fabian (SF) and would participate directly in large Commercials as well as Government Projects. Accordingly MP (MacDowell Philippines) products line will be made available to Construction Supply dealers across Philippines. MP claimed to be forced to take that step to help increasing Sales since they experienced an operation capacity around 50%. Situation Analysis As Mr. Paul Cheng _ President of SF was looking at that situation imposed by MP; he went back in time when the relationship started between both corporations in 1967 and continued since then and saw how that engagement was considered to be a “ Natural Fit “ or in other words a “ Win to Win “ situation. There were things SF wanted in MP and other things MP was missing that could be briefly explained as follows: a) SF MP * SF was missing the roofing product line * MP was the only manufacturers who accepted the “exclusive-distribution” agreement b) MP SF * SF was a growing co. with a solid, good reputation * SF didn’t carry any competing product line * SF could offer a national coverage * SF would be able to pay...
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